What Role Do Norms Play in Global Teamwork? The Influence of Cultural Communication and Coordination Norms on Team Processes in Internationally Distributed Teams

Abstract:

Internationally distributed teams (IDTs) face many challenges; however, there is a lack of
research on what makes IDTs successful. In addition, research has yet to assess how IDTs
develop and which team processes facilitate team functioning. Norms have played an
important role in team development models of traditional, meaning collocated and
homogenous, teams. The current study assesses the role of norms for team development
in IDTs. More specifically, this study examines the effects of culture-driven
communication and coordination norms on team interactions and on the creation of team
norms which subsequently affect team processes such as cohesion, trust, motivation, and
commitment.
The current study uses a longitudinal, process-oriented, qualitative design to
observe student teams during two international collaborations including students from the
USA, Finland, and the Germany. Using participant observation, the authors were able to
follow team interactions and development over the course of each of the collaborations.
Using grounded theory for data analysis, four unique team development patterns emerged
from the data, “smooth sailing”, “on & off”, “bumpy start”, and “non-committed” teams.
Each of the four patterns had its own characteristics, key turning points, and creation of
team norms.
The successful teams (i.e., “smooth sailing” and “on & off” teams) showed
consistent communication patterns throughout the collaboration and experienced little
conflict. They quickly created beneficial team norms that helped them to build rapport
between team members, to keep each other motivated and committed to the exchange,
and to manage conflict successfully. “Bumpy start” teams encountered conflict early in
their team’s history which triggered the creation of conflict management norms.
However, they did not manage to create similar levels of rapport, motivation, and
commitment as the successful teams. Team members in the “non-committed” teams
lacked commitment and motivation from the beginning. These teams failed to maintain
consistent communication among team members and to create beneficial team norms.
The beginning of the email exchange as well as most of the conflict the teams
encountered were influenced by cultural differences in communication norms between
the team members. Accordingly, culture-driven communication norms were the basis for
many of the team norms that the teams created as a response to their experiences.
Implications for practice and future research are discussed.